SoCal-Based Vallarta Supermarkets Charts Path Of Growth, Change

In 1985, the Gonzalez family opened a small market in Van Nuys, California, called Carnicería Vallarta. The family focused on selling traditional cuts of meats popular in their native Mexico. They worked hard to build a name for themselves by offering high-quality authentic products, providing a high level of customer service and treating employees as an extension of the family.

Those priorities remain at the core of today’s Vallarta Supermarkets, though there are major changes afoot as the grocer completes its 40th year in business with nearly 65 stores in California.

The Shelby Report of the West joins in celebrating Vallarta Supermarkets for both its 40th anniversary and being named West Retailer of the Year for 2025.

Chief Operating Officer David Hinojosa is a relative newcomer to Vallarta Supermarkets, having joined the 40-year-old company two-and-a-half years ago, in June 2023. But he brought with him more than three decades of industry experience across a wide range of retailers, both in the U.S. and abroad, and he is using that background to help lead the company into its next 40 years.

David Hinojosa

With nearly three decades of global retail experience, Hinojosa brings a people-first, data-driven leadership style to Vallarta. As the COO, he oversees enterprise-wide operations, including merchandising, loss prevention, marketing, omnichannel, supply chain, logistics, human resources, compliance, risk management, private label and continuous improvement.

With the invaluable support of his highly talented executive team, affectionately known as the COO team, and the Gonzalez family, he guides a multi-billion-dollar organization. His leadership philosophy harmonizes operational rigor with servant leadership, ensuring sustainable growth while preserving Vallarta’s unique culture and values.

Speaking with The Shelby Report of the West EVP Bob Reeves at Vallarta headquarters in Santa Clarita, California, Hinojosa recounted a grocery career that began as a 17-year-old part-time night stocker at Walmart in Edinburg, Texas. He continued working for Walmart after enrolling at Whittier College in California, which at the time was a relatively new market for the mass retailer.

Hinojosa played college football, which limited his availability. However, Walmart steadily increased his hours until he was managing stores. During his senior year of college, H-E-B began recruiting him. Just days after graduating with honors, he was recruited into the retailer’s School of Retail Leadership (SORL), a program designed to develop future store directors.

He commenced the SORL program in Edinburg, the starting point of his retail journey. He emphasized that the program provided rigorous training in every department. Over an eight-year span, he managed 10 different H-E-B stores, relocating approximately every 10 months. Later, he transitioned into corporate and regional leadership roles.

“It’s an incredible company to work for,” he said. “I owe my career to H-E-B and thoroughly enjoyed every moment there.” However, after 17 years and 13 moves with his wife, he felt it was time to move on. “It was time for me to spread my wings.”

That subsequent chapter took the family on an overseas adventure to Sydney, Australia, where Hinojosa ascended to the position of EVP at Metcash, a prominent retailer operating IGA stores across the nation. He expressed his profound enjoyment and satisfaction with the experience, describing it as “wonderful.”

Following his stint in Australia, Hinojosa embarked on another relocation, this time to Bangkok, where he served as the chief operating officer (COO) of Makro. After three years of living abroad, the family reluctantly returned to the United States due to the prolonged COVID-19 pandemic.

Hinojosa’s career trajectory continued with executive roles at ShopRite in the Northeast for nearly three years. His journey culminated in an exciting opportunity when he was approached by Vallarta Supermarkets. After visiting various Vallarta locations and meeting with the Gonzalez family, he officially joined the company in 2023.

Small beginnings, big plans

Hinojosa now oversees a company that began 40 years ago in 1985 by the Gonzalez family. It started as a modest meat market, perhaps spanning only 1,000 square feet, symbolizing the Gonzalez family’s pursuit of the American dream.

Hinojosa recalled the company’s founding, emphasizing the humble values, hard work and tradition that guided its growth. The Gonzalez family dedicated themselves tirelessly, working long hours, even longer weeks, to establish the company. Their commitment was unwavering, as they essentially labored for eight days a week.

Over its first four decades of Gonzalez family ownership, Vallarta has expanded to 63 stores in California. In early 2026, the company will introduce a new state format for the first time in its history. The 49,000-square-foot Vallarta in Glendale, Arizona, will open its doors in January at 5836 W. Camelback Road. Hinojosa anticipates the potential for further expansion in Arizona and other states, suggesting that this format could be implemented nationwide.

The store boasts an extensive selection of fresh food items, including daily-made corn and flour tortillas, hand-decorated cakes, pan dulce from the Panadería and fresh ceviche prepared in small batches throughout the day in the Cevichería. The Carnicería offers Vallarta’s Original Carne Asada and premium cuts of meat marinated in signature spices.

The Cremería sells traditional cheeses like queso fresco and cotija, while the Pescadería provides fresh seafood. La Cocina, the kitchen, offers ready-to-eat meals with Mexican and Central American flavors.

The Juice Bar serves vitroleros and fresh-pressed juices. Additionally, made-to-order guacamole, hand-rolled sushi, fresh-pressed juices, fruit bowls topped with Tajín and chamoy and a selection of organic produce sourced locally and worldwide are highlighted.

The store also features a Florería with flower arrangements and potted plants and all the center store items needed to complete meals.

Arizona won’t be the last new territory for Vallarta. Other possibilities include neighboring states and more in California, he said. However, until that’s determined, growth will continue to accelerate.

“We definitely want to open up quite a few stores in the next few years,” Hinojosa said. “The exact number will be continuously revised, but it’s probably anywhere from eight to 10 stores.”

Foundation steady but evolving

The Gonzalez family’s work ethic and traditions continue to play a vital role in Vallarta’s success. However, in today’s grocery business, technology is a necessary addition. Data scientists, engineers and others have been brought on to integrate the right technology into the business Hinojosa explained that the company’s core values revolve around tradition, family and now, technology.

In the coming years, they aim to establish a fully integrated omnichannel business, incorporating all the latest technological advancements. However, he emphasized that technology enhances, rather than replaces, the fundamental business model.

Hinojosa reminisced about a past prediction that brick-and-mortar stores would become obsolete and that everyone would shift to digital platforms. However, he clarified that this prediction is not entirely accurate. Instead, a combination of both brick-and-mortar and omnichannel stores will drive future sales.

Hinojosa also announced the upcoming launch of an innovative Vallarta app that will revolutionize the shopping experience. This app will allow customers to pick, pack and receive their orders directly from the store.

The app soon will be available to consumers across the state and, hopefully, the entire country. Furthermore, retail media will become an integral part of the Vallarta portfolio in the near future.

While most people still visit stores occasionally, Vallarta has recognized that not everyone does, making digital connectivity more crucial. This could be due to younger generations who are comfortable with e-commerce, older generations who are less mobile or those who simply lack time for in-store shopping.

A customer at one of the stores shared an amusing anecdote about how she once mistook Vallarta for a restaurant because she was ordering their prepared meals through DoorDash.

Hinojosa explained that while they sell a significant portion of their food in their restaurants and taquerias (which are excellent, by the way), some customers may not be aware of the large grocery store attached to them.

To address this, the team is actively working to change the perception of Vallarta as a grocery store. They emphasize the importance of getting people into their stores, highlighting the visually appealing exterior while promising a transformative experience upon entry. The goal is to attract a diverse range of customers from different generations.

Widening the appeal

To broaden its appeal, Vallarta also is making efforts to cater to a wider demographic in its stores. While some stores are located in predominantly Hispanic areas, where the store will continue to focus on catering to Hispanic shoppers, there is also a commitment to reaching other groups.

Hinojosa said the company’s stores are becoming increasingly diverse, reflected in their sets, customer approach and the variety of food options they offer. Stores in areas where grab-and-go items are popular will have a dedicated department placed at the front of the store. Conversely, stores in areas where customers prefer take-and-heat or ingredient-driven meals will have their layouts adjusted accordingly.

“We have a highly skilled team that designs layouts specifically for that area,” he explained. “We prioritize driving our stores with the ‘belt of freshness,’ but we’ve also made some adjustments to simultaneously boost center store sales.”

While Vallarta has collaborated with local suppliers since its inception and this remains a crucial aspect of its product offerings, the stores now carry more national brand products that have the potential to sell well across the country, he added.

“Our objective is to expand our store format by strategically growing specific areas within the store to enhance our basket size. This focus includes center store, along with maintaining the emphasis on the basics in our fresh areas.”

Hinojosa emphasized that Vallarta will not only expand its size but also enhance the overall store experience.

“This company stands in contrast to most retailers,” he said. “Vallarta understands how to build small stores that are profitable. Our current goal is to build larger stores that can accommodate higher traffic and larger baskets.”

The store size could potentially increase to approximately 80,000 square feet, up from the current average of 40,000-50,000 square feet. Consistent quality is also a key focus, day in and day out.

“We want our customers to experience the same level of quality across all aspects of the store, from produce to the meat department and beyond,” he explained. “Our commitment to maintaining consistency in quality, operational excellence and customer service is what sets us apart and helps us build strong relationships with our customers.”

Vallarta, a company that values its customers, has implemented several initiatives to support its team and enhance customer service. One of these is the “Nuestra Casa” program, which translates to “our house” in Spanish and reflects the company’s commitment to providing exceptional customer service.

Supporting the team, which supports customers

In addition, Vallarta also has created various programs to recognize and appreciate its team members. These programs aim to communicate the importance of team members to the company’s success and foster a sense of belonging among employees.

One such program is a meal deal that was recently rolled out for team members. The meal deal includes a full meal and a drink for just $3.99. Hinojosa explained that the decision to implement this was made in response to the current challenging economic times. He emphasized that the team members are also struggling during these times, and the meal deal is a way to provide them with some relief and support.

Vallarta also has taken other steps to support its team, such as changing up the name tags, creating recognition awards and honoring team members with pins commemorating their years of service. In 2026, the company plans to present its first Store of the Year award, which will further recognize the outstanding contributions of its team members and stores.

To gauge the satisfaction of its team members, Vallarta conducts yearly surveys. The response to these surveys has been overwhelmingly positive, and the company takes the feedback seriously.

As a result, team member retention rates have increased, and turnover has reached an historic low. However, Hinojosa acknowledged that there is still room for improvement and that the company will continue to work hard to ensure the success of its team.

Introducing Vallarta Academy

Vallarta Academy, a potent retention tool already in place at Vallarta, offers educational opportunities. Through the Gonzalez Family Foundation, team members and their children have access to the hundreds of scholarships presented annually. Hinojosa highlighted the impact of these scholarships, stating that many team members, including lawyers and doctors, have achieved their careers due to them.

To formalize these educational opportunities, the company established Vallarta Academy. Hinojosa, who serves on the board of the Western Association of Food Chains (WAFC), which offers various educational programs, explained that the academy includes the WAFC’s English as a Second Language training and its Retail Management Certificate (RMC). Additionally, options like LinkedIn Learning and in-house training videos are available.

The first cohort from Vallarta to complete the RMC program was 30 people, and this year, Vallarta will send more than 60 through the program.

Hinojosa expressed his admiration for the team’s enthusiasm and willingness to learn. LinkedIn Learning is also available as part of the academy’s offerings.

Hinojosa highlighted the unwavering generosity of the Gonzalez family in supporting the education of their team members. Despite the attention and exposure they receive, the Gonzalez family remains humble and down to earth. They continue to make significant contributions to many people, including the team members who work in Vallarta.

Hinojosa’s words were filled with emotion as he spoke about the profound impact of the Gonzalez family’s generosity and their hard work on the company’s 40 years of success and the team members’ ability to achieve the American dream because of the Gonzalez family.